Jump Point: How Network Culture is Revolutionizing Business

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McGraw Hill Professional, Feb 23, 2008 - Business & Economics - 240 pages

Plug into the nonstop global economy of billion-selling products and trillion-dollar markets

The Web 3.0 world of “pandemic economics” is a new economy that will function outside the traditional laws of commerce, free from today's impediments to business growth, and in a world where every person is connected to each other. Jump Point is the powerful guide that will help you to challenge old assumptions, rethink your business models, and take advantage of this fast-moving, unfettered, and fiercely competitive environment.

Silicon Valley guru Tom Hayes explores how the new economy will arrive at a single jump point by 2011, bringing with it virulent market trends. Only those prepared for the new marketplace dynamics will be left standing amidst unfamiliar players, shape-shifting consumers, and wealth-evaporating forces. This forward-thinking book examines

  • The implications of collaborative behavior on the global market
  • The human drive behind the “agency” impulse, which spawns social media communities, multiplayer online games, and crowdsourcing sites
  • How to act on and react to real-time external events
  • The pitfalls of “response latency,” and why too much information can kill a company
  • How to create a “virion,” or marketmaking product, by tapping the power of person-to-person viral dynamics

Don't get left holding yesterday's toolkit. Rethink your business in terms of the global network, and take it from the jump point into exponential growth.


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Page 1 - It is not even the beginning of the end. But it is, perhaps, the end of the beginning.
Page 145 - virtually every commercial transaction has within itself an element of trust, certainly any transaction conducted over a period of time. It can be plausibly argued that much of the economic backwardness in the world can be explained by the lack of mutual confidence
Page 71 - What information consumes is rather obvious: it consumes the attention of its recipients. Hence a wealth of information creates a poverty of attention and a need to allocate that attention efficiently among the overabundance of information sources that might consume it.
Page 105 - The only way of discovering the limits of the possible is to venture a little way past them into the impossible.
Page 19 - ... the value of a network goes up as the square of the number of users
Page 73 - ... boxes every year. Everything from telegraphy and photography in the 19th century to the silicon chip in the twentieth has amplified the din of information, until matters have reached such proportions today that for the average person, information no longer has any relation to the solution of problems. The tie between information and action has been severed. Information is now a commodity that can be bought and sold, or used as a form of entertainment, or worn like a garment to enhance one's status....
Page 55 - Every cooperative group of people exists in the face of a competitive world because that group of people recognizes there is something valuable that they can gain only by banding together. Looking for a group's collective goods is a way of looking for the elements that bind isolated individuals into a community. The three kinds of collective goods that Smith proposes as the social glue that binds the WELL into something resembling a community are social network capital, knowledge capital...
Page 61 - ... groups, and of the diminished power of nationstates to command the exclusive loyalty of their citizens. The new knowledge communities will be voluntary, temporary and tactical affiliations, defined through common intellectual enterprises and emotional investments. Members may shift from one community to another as their interests and needs change and they may belong to more than one community at the same time. Yet, they are held together through the mutual production and reciprocal exchange of...
Page 58 - March suggested, is that groups that are too much alike find it harder to keep learning, because each member is bringing less and less new information to the table. Homogeneous groups are great at doing what they do well, but they become progressively less able to investigate alternatives.

About the author (2008)

Tom Hayes has been called a “tastemaker for the new net generation,” and a marketing maverick. A veteran of Silicon Valley, his career includes executive positions at HP, Applied Materials, AMD, and telecom software leader Enea. Tom was the founding CEO and Chairman of Joint Venture: Silicon Valley. Fast Company magazine called him “a model citizen for the 21st Century” for his many efforts to promote good corporate citizenship among high tech companies. His blog, Tombomb.com, is a popular and often-quoted commentary on the world of Web 2.0 and beyond. Visit jumppointbook.com.

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